1. CO-ORDINATION & APPROACHES
TO CO-ORDINATION

2. SUMMARY
1) What is co-ordination?
2) Meaning of co-ordination
3) Elements of co-ordination
4) Characteristic features of co-ordination
5) Types of co-ordination
A) Internal & external co-ordination
B) Vertical & horizontal co-ordination
6)Principles of co-ordination
7) Approaches to co-ordination
8) Significance of co-ordination

3. What is Co-ordination ?
 According to G.R. Terry,
 “Co-ordination is the orderly synchronization of
efforts to provide the proper amount,timing
,and directing of execution in harmonious and
unified actions to a stated objective.”
 Henry Fayol states , “to co-ordinate is to
harmonize all the activities of a concern in order
to facilitate it’s working and success.”

4. MEANING OF CO-ORDINATION
 1) Co-ordination implies an orderly pattern or
arrangement of group efforts to ensure unity of
action in the pursuit of common objectives.
 2) Co-ordination requires unification of diverse
and specialised activities.
 3) The purpose of co-ordination is to secure
harmony of action or team-work and concurence
of purpose.

5. Elements of Co-ordination
 According to Allen,
 “a manager in managing must co-ordinate the work
for which he is accountable by balancing ,timing
and integrating.”
 The three elements of Co-ordination are :-
 1) Balancing
 2) Timing
 3) Integrating

6. Characteristic Features of Co-ordination
 1)Co-ordination is not a distinct function but the very
essence of management.
 2)Co-ordination is the basic responsibility of management
and it can be achieved through the managerial functions.
 3)Co-ordination does not arise spontaneously or by force.
 4)The heart of co-ordination is “unity of action”.
 5)Co-ordination is a dynamic process.
 6)Co-ordination is required in group efforts ,not in individual
effort.
 7)Co-ordination has a common purpose of getting
organisational objectives accomplished.

7. Types of Co-ordination
 On the basis of scope or coverage ,
 1) Internal & External Co-ordination
 On the basis of flow,
 2) Vertical & horizontal Co-ordination

8.  Internal Co-ordination :-
 1) Planing & Co-ordination – A well thought plan of
action promotes coordination and a haphazard plan
retards it.
 2) Organising & Co-ordination – Organisation aims to
secure coordination among various human and
physical resources.
 3) Direction & Co-ordination – Co-ordination is
facilitated by good directing.
 4) Control & Co-ordination – Controlling must see that
there exists a co-ordination and harmony in working.

9.  External Co-ordination :-
 External influences and forces where the co-
ordination is most needed :-
 1) Owner ,employees and customers
 2) Government Regulations
 3) Changing Technology
 4) Other entreprises
 5) Business and Political Environment

10.  VERTICAL AND HORIZONTAL CO-ORDINATION
 Vertical coordination is required to ensure that all
levels in the organisation act in harmony and in
accordance with the goals and policies of the
organisation.
 Horizontal co-ordination
 Eg: Pyramid & Pizza concept.

11.  Principles of Co-ordination
 Mary Parker Follet has laid own four principles for
effective co-ordination:
 1) Direct personal contact- Direct communication is
the most effective way to convey ideas and
information.
 2) Early beginning-Coordination can be achieved
more easily in early stages of planning and policy-
making.
 3)Reciprocity-All factors in a given situation are
reciprocally related.
 4)Continuity-Coordination is an on-going or never-
ending process rather than a once-for –all activity.

12. Approaches to Co-ordination
 The main techniques of effective coordination are as follows :-
 1)Sound planning – The goals of the organisation
and goals of it’s units must be clearly defined.
 2)Simplified organisation – A simple and sound organisation is an
important means of coordination.
 3) Effective communication - Open and regular communication is
the key to coordination.
 4) Effective leadership and supervision – Effective leadership
ensures coordination of efforts both at the planning and the
execution stage.
 5) Chain of command – Authority is the supreme coordinating power
in an organisation.

13.  6) Indoctrination and incentives –
 Eg:- Profit-sharing
 7) Liaison departments - Liaison officers may be employed
where frequent contacts between different organisational
units is necessary.
 8) General staff – A general staff is very helpful in achieving
interdepartmental or horizontal coordination.
 9) Voluntary coordination – Self-coordination or voluntary
coordination is possible in a climate of dedication and
mutual co-operation.

14. Need and Significance of Co-ordination
 Coordination becomes necessary because of the
following reasons :
 1) Increase in size and complexity of operations – Need
for coordination arises as soon as the operations
become multiple and complex.
 2) Specialisation - Division of work into specialised
functions and departments leads to diversity and lack
of uniformity.
 3) Clash of interests – Coordination helps to avoid
conflict between individual and organisational goals.

15.  4) Different outlook – It becomes imperative to
reconcile differences in approach ,timing and effort to
secure unity of action.
 5) Conflicts – Co-ordination avoids potential sources of
conflict.

16.  REFERENCES
 1) MANAGEMENT – Stephen P. Robbins & Mary Coulter
 2)MANAGEMENT – Cannice,Weihrich & Koontz
 3)BUSINESS ORGANISATION & MANAGEMENT-C.B.
Gupta
 4)PRINCIPLES OF MANAGEMENT –J.K.Jain
 5)www.blonnet.com

17. THANKYOU
ANY QUERY??